In the first article in this series, I explained why so many advisers feel awkward about sales – and how much of that comes down to how sales has been framed within the profession.

But there’s another layer of sales that’s even more important – and it’s all about how you make your clients FEEL.

Most advisers believe that if the advice is sound, the modelling is clear and the process is explained properly, the client should feel comfortable proceeding.

But that assumes decisions are made logically – and in reality, they’re not.

Before a client properly engages with the strategy, they’re working through something much more instinctive in the background.

They’re trying to work out whether they feel safe.

The Croc Brain vs the Thinking Brain

A simple way to think about this is through what’s called the Croc Brain.

It’s the part of the brain responsible for survival. It’s fast, reactive and constantly scanning for risk, even in situations that aren’t actually dangerous.

Its job is to assess what’s happening in the room.

Can I trust this person? Do I understand what’s going on? Am I about to be sold to?

It doesn’t respond well to complexity, and it doesn’t like pressure. It also has a very low tolerance for feeling confused or out of its depth.

Then there’s the Thinking Brain, which is where logic, planning and decision-making sit.

But the Thinking Brain doesn’t really get a look in until the Croc Brain has settled.

If that sense of safety isn’t there, even slightly, the rest of the conversation struggles to sink in.

If you remember nothing else, it should be this:

Croc Brain first. Strategy second.

How this shows up in your meetings

This is where things can come unstuck, often without the adviser realising.

You start with compliance and disclosures because you have to, but to the client it can feel formal and unfamiliar, especially if it’s the first time they’ve sat in that kind of meeting.

Instead of launching straight into it, a simple shift like: “Before we dive in, there are a couple of compliance bits I need to tick off – I’ll keep it simple, promise” can completely change how that moment feels.

You move into strategy fairly quickly, because you want to demonstrate value, but they haven’t fully processed their own situation or articulated what they’re actually trying to achieve.

Rather than jumping in with solutions, try slowing it down:

“I’ve got a few ideas, but before we go there, what would a great outcome actually look like for you?”

Terms like risk tolerance, sequencing risk or binding nominations might be second nature to you, but to the client, it can feel like:

“I don’t get this… am I missing something?”

Plain English isn’t dumbing it down; it’s making it easy to understand.

Meet Dr Energy

There’s also something else happening in the room, and it has nothing to do with the client. It’s you.

Clients are incredibly good at picking up how you feel about what you’re recommending, particularly when it comes to fees and commitment.

This is what I call Dr Energy.

It shows up in small ways that are easy to overlook.

• Hesitating before you say the fee
  
• Over-explaining to justify the cost
  
• Offering discounts before they’re even asked for
  
• Saying things like, “Ongoing is completely optional…”
  
• Or ending the meeting with, “I’ll send something through and you can have a think about it.”

Clients feel that, even if they can’t put their finger on it.

The most important thing here is how you frame the next step.

Imagine if you were a doctor offering your patient a cure for cancer – you’d assume they were going ahead. As a financial adviser, you know that the service you’re offering will improve their life – so the same principle should apply.

Instead of: “I’ll send you a proposal and you can think about it.”

Try: “The next step is X.” Assume the clients are proceeding, because after all, you’re the expert.

Dr Energy isn’t about being confident all the time, it’s about being clear on why moving forward matters.

Know your own value

A lot of advisers assume they need better wording or a more detailed engagement agreement that shows their value.

But it’s usually more simple than that.

It comes back to believing in the value of what you do.

When you’re anchored in the impact of the advice and how that benefits the client, the conversation naturally flows better.

Rather than feeling like you’re pushing, you feel like you’re guiding someone towards something that will genuinely help them.

Once you start looking at conversations through this lens, your focus shifts.

You’re less concerned with proving value through more detail, and more aware of whether the client feels informed, supported and safe enough to act.

This is Part 2 of a four-part series on selling without awkwardness (read Part 1 here). In the next article, we’ll look at how to sell without feeling salesy – including practical, actionable tips to use in your next meeting.

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